The Mediating Role of Person-Organization Fit in the Relationship Between Socially Responsible-HRM Practices and Employee Engagement

Abstract

Purpose of study: This study investigates the relationship between employee engagement and Corporate Social Responsibility (CSR), which draws insights from social exchange theory. Specifically, it examines the effect of socially responsible human resource management practices (SR-HRM) on employee engagement.
 Methodology: The empirical work in the present study was conducted in Malaysia. The measurement instruments for Socially Responsible HRM Practices, P-O Fit, and employee engagement were adopted. The analysis in this study is based on a sample of 94 MBA students in a well-known public university in Malaysia.
 Result: The results emphasize that SR-HRM practices are positively related to employee engagement. Besides, P-O fit partially mediates this relationship. 
 Implications: Thus, this study contributes to the literature by clarifying the relationship between CSR practices and employee's attitudes. In addition, it explores the mediation mechanism to provide a better understanding of the relationship.

“Smart” outsourcing in support of the humanization of entrepreneurship in the artificial intelligence economy

“…The fundamental basis of the research conducted in this article was formed by the Theory of Human Resource Management (HRM). According to this theory, humanization of entrepreneurship implies responsible management of human resources, which is manifested in the following: Preservation and creation of additional jobs to support employment and fight unemployment (Liao et al, 2022 ; Omidi and Dal Zotto, 2022 ); Optimization and organization of jobs through an increase in their comfort and safety (del-Castillo-Feito et al, 2022 ; He et al, 2021 ; Sorribes et al, 2021 ); Provision of opportunities for career building and development of human potential through the creation of knowledge-intensive jobs, with creative activities and innovative activity of employees (Diaz-Carrion et al, 2019 ; Latan et al, 2022 ; Rawshdeh et al, 2019 ; Zhang et al, 2015 ), as well as the creation of highly productive jobs, which imply the use of the leading technologies and automatization means, in particular, the support of decent jobs for digital personnel (Ramos-González et al, 2022 ). …”

“…• Provision of opportunities for career building and development of human potential through the creation of knowledge-intensive jobs, with creative activities and innovative activity of employees (Diaz-Carrion et al, 2019;Latan et al, 2022;Rawshdeh et al, 2019;Zhang et al, 2015), as well as the creation of highly productive jobs, which imply the use of the leading technologies and automatization means, in particular, the support of decent jobs for digital personnel (Ramos-González et al, 2022).…”

Perceived socially responsible-HRM on talent retention: The mediating effect of trust and motivation and the moderating effect of other-regarding value orientation

“…Empirical research showed the positive effect of employees’ perceptions of their organization’s socially responsible practices on their outcomes such as identification, loyalty, commitment, trust, and satisfaction ( Brammer et al, 2007 ; Rupp et al, 2013 ; Rawshdeh et al, 2019 ). Melynyte and Ruzevicius (2008) a survey that was conducted in 25 countries supported the idea that organizations’ engagement in social responsibility enhanced the employee’s motivation and loyalty.…”

A bibliometric analysis of person-organization fit research: significant features and contemporary trends

“…Although PO fit researchers have long been interested in the relationship of PO fit and its effects on employee perceptions or behaviours, it is only relatively recently that employee engagement (EE) has emerged as a focus for this work. Researchers (e.g., Chawla 2020;Hicklenton et al 2019;Kao et al 2021;Lv and Xu 2018;Memon et al 2018;Rawshdeh et al 2019;Sekhar et al 2018) have asked whether increasing employees' PO fit increases their EE, leading to stronger intentions to stay, more promotive voice behaviours, (i.e., making suggestions for issues that may improve the work unit), more internal and external organizational citizenship behav- iours (OCBs), perceived need satisfaction, and better job performance. Generally, the answers are yes, though the increase in EE varies.…”

“…Kao et al (2021) found that PO fit strengthens the direct effect of EE on promotive voice behaviour (as well as the indirect effect of job autonomy on promotive voice behaviour through EE). PO fit has been found to partially mediate the positive relationship between employer branding and EE (Chawla 2020) and socially responsible HRM practices and EE (Rawshdeh et al 2019). Flexible HRM makes the employee more 'organization fit' and more engaged for their respective job, which in turn improves their job performance (Sekhar et al 2018).…”